Wednesday, May 26, 2010

What Obstacles Do You See That Prevent the Transferring of Training

As trainers and educators, we all understand that it is important for participants to transfer what they learn to the job. However, we also know that there may be barriers that prevent that from happening. One obstacle I can think of is that participants are not able to use the skills they learned. So the more time that lapses between the class and they need to use those skills, they have forgotten much of what they have learned. To help prevent this, I encourage management to move training closer to the date when participants will be using their newly learned skills.

Can you list some other common obstacles in your organization that keeps training from transferring back to the workplace, and what have you done to overcome those obstacles?

Don't forget to register for the July 9, 2010 half-day event on "The Case for the Teflon Tranee" at:

Wednesday, May 19, 2010

Flip Charts Captured

Table groups at the April 30th "Creating a High Performing Team" discussed a few questions. Below are the thoughts captured on flip chart sheets that day, available to you:

1. What are the challenges currently facing you and your team?

HR/Training Partnership
Team 1
Ø Role clarification and collaboration
o Getting the others involved (e.g., Recruitment, EE Issues)
Ø Smooth transitions
o Knowing who to hand off to
Ø Collaborative on-boarding
Ø Information sharing
Team 2
Ø Groom future leaders
Ø Talent Management
Ø Right fit hiring
Ø Education Managers importance of EE engagement
Ø Time for knowledge transfer
Ø Succession planning
Person 3
Ø Sharing information and knowledge
Ø Learn how to combine expertise of two areas
Ø Bread down barriers
o Corporation to local areas – communication
Team 4
Ø Communication (emerging issues)
Ø Joint meetings to identify gaps and obstacles
o Develop solutions (training/communication)
Ø HR (in LOB) partners with training department
o Develop customized solutions
Team 5
Ø Utilize/implement technology
Ø Collaborate to determine training needs, solution to problems
Ø Understand each other’s role
Ø Recognize available resources
Team 6
Ø Challenges for HR teams:
o Business acumen
o Need to network to build relationships
o Everything is a high priority
Ø Challenges across organization
o Unclear expectations
o Economy – lack of resources (do more with less)
o Not enough focus on teams – too much focus on individuals
o Change is constant (prioritization, hard to focus)
o Technology changes
o Lack of leadership skill in the “people” part of their roles (vs. results)
o Lack of open communication (to give feedback or work through conflict)
o Business realities that face us and no time to create strategy around the change (regulatory, economic, etc.)
o Not enough bench strength to be resilient with turnover
o Lower standards to get work done
o Lack of accountability – “I’m not part of the problem.”
Team 7
Ø Involvement of key decision makers
Ø Company structure and differing cultures
Ø Limited time outside daily tasks
Ø Competing interests of teams
Ø Communication dysfunction
Ø Geography
o Teams not in same location
Team 8
Ø Personality conflicts
Ø Unclear roles
Ø Remote team members/offices/shifts/schedules
Ø Communication
Ø Poor leadership
Team 9
Ø Lack of technology (restrictions, lack of infrastructure)
Ø Introduction of new technology without training
Ø Too many leaders and conflict amongst them
Ø Not seen as consultant
Ø Understanding and acceptance of your/their own roles (may be more or less than thought)
Ø Different definitions
o (e.g., training vs. staff dev.)
Ø Senior leadership support and understanding of roles/definitions
Ø Conflicting priorities and get paralyzed , overwhelmed
Ø Accepting change
o (“This is way we have always done it.”)
Ø Communication and not enough, not the right things, or don’t share why
Ø Leaders not always self-aware
Ø Time
Team 10
Ø Location
Ø Time
Ø Multiple Silos
Ø Overwhelmed with commitments
Ø Lack of clarity of direction
Ø Accountability
Ø Quality of Information
Ø Lack of leadership or someone commands/controls
Ø Not right roles/room
Team 11
Ø Fear
o Of change, it’s constant
Ø Blame and pointing fingers
Ø No consistency in communication
Ø Shifting priorities
Ø Resource constraints: money, people, time
Ø Keeping up with the market
Team 12
Ø Data conflict
Ø Communication
Ø Lack of resources
Ø E-mail
Ø Personal Productivity/Time management
Ø When to say no
Ø Lack of clarity-WIGS
Ø Hierarchy (bottlenecks)-decision makers
Ø WIFM v. good of the whole
Ø Miss the gap
Ø Vulnerability
Ø Safety (pink elephant)
Ø Walking retired
Ø Lacking/missing champion
Ø Door managers
Ø Wrong person in wrong seat
Ø Holding peers accountable
Ø Friendships
Ø Favoritism – perception
Ø Pro-active vs. reactive
Ø Trust
Ø Growing too fast

Team 13
Ø Lack of clear communication from senior leaders (goals/visions)
Ø Lack of trust
Ø Fear
Ø Unaware of diversity of strengths – translates to a lack of respect
Ø Protection of turfs/ silos
Ø Lack of commitment or engagement
Team 14
Ø Promotion for staff and technical skills but not necessarily manager skill sets
Ø Logistics/multiple locations
o 2 bargaining units at one location
Ø Limit cross training
Ø Personal baggage from personal life brought to work and our teams daily
Ø Department compartmentalize (don’t integrate toward goal)
Ø Communication
Team 15
Ø Sharing industry knowledge
Ø Asking/listening
Ø Understanding roles
Ø Location
Ø Effective communication
Ø Humanize relationships
Ø Common language
Ø Define processes
Ø Understanding generations and all other diversity issues and performance styles
Ø Touch points for alignment
Team 16
Ø Communication strategy
o Plan, consistent, training, feedback
Ø Reassessing on regular basis
Ø Intentional and purposeful and falls in alignment with goals
Team 17
Ø Education
Ø Building relationships/collaboration
Ø Goal setting
Ø Tying training to long term objectives
Team 18
Ø Identify and define goals
Ø Combine knowledge
o Bring in other knowledge experts with authority and decision-making
Ø Agree on direction
Team 19
Ø Collaborate with others from different areas
Ø Learn the business – how it works (“the language”)
Ø Provide data from sources like exit/retention interviews, employee opinion survey to gauge trends
Team 20 (what practices have we used to set leaders, teams, EEs up for success?)
Ø Attend meetings – be present and listen
Ø Be a “full service “ HR department
Ø Support and practice good communication strategies
o HR one-on-ones
Ø More collaborative efforts
Ø Have an HR business plan

2. What learnings (skills, behaviors, techniques) have you learned that can help you face and overcome these team challenges?
Best Practices
Team 1
Ø Measure organizational culture, share best practices
Ø Accessibility - Reaching out
Ø General Reorganization (e.g., no duplicated efforts, appropriate span of control)
Ø Coaching culture
Ø Performance management – goal cascading
Ø Training from the top down
Ø Training with multiple roles, functions participating
Ø Senior leaders communicating at an operational level
Ø Teamwork competency
o What to do, or not to do
o Senior level expectation of accountability
Ø CEO connecting to individuals
Ø Career coach on staff

Team 2
Ø Expanded on-boarding
Ø New employee (quarterly company meeting)
Ø Purpose statement/Mission-vision
Ø Share-point
Ø Web resource
Ø 360 feedback
Ø Communication/teambuilding/self aware
Team 3
Ø Upper management support
Ø Collaboration HR/training get resolution
Ø Two-way communication
Ø Cross-function meetings
Ø Leader knows how to lead
Ø Confidence to ask for help
Team 4
Ø Leader Transition Workshop
o QNAs from department
o Leader/employees engaged in interactive discussion
Ø On-boarding
o Leadership (modules, soft sales curriculum)
Ø New leader on-boarding
o Culture, performance management, evaluations, network activities
Team 5
Ø HBDI (Herman Brain Dominance Index)
Ø Mentoring for on-boarding/ongoing development
Ø Performance strategies/plans
Ø Workforce (succession planning)
Ø Proactive
Ø Relationship Building/Networking
Tools, Resources, and Alliances needed
Team 6
Ø Business acumen to be a strong HR Partner
Ø Alignment of work and people
Ø Performance management
Ø Strong succession planning process
Ø Mentoring program for transfer of knowledge
Ø Social networking
Ø Expand on-boarding of new hires to the entire team, returning them to “performing” stage
Ø Increased capacity skill in innovation, creativity
Ø Programs to help us understand others
o Strengths finder
o 5 Dysfunctions of a Team
Ø Find people who are passionate and committed to being a high-performing team/organization
Team 7
Ø Employee on a stick!
Ø Direct questions/comments to remote team members
Ø Ask requestor to prioritize their needs
Ø Delegate authority and control or lead the show
Ø Team advisors with key decision maker buy-in
Ø Clear plans
Team 8
Ø Communication strategy
o Teleconference, email, technology, social media)
o Expectations (job/role description, mission/vision, department goals)
Ø Training, coaching, mentoring, relationship building
Team 9
Ø Senior leaders and all leaders support/sponsorship
Ø Building relationships inside company buy outside immediate department
Ø Bring in consultants
Ø Having clear expectations and common goals
Ø 1:1 meetings with leaders conduit for many things
Ø Technology can be a tool
Ø Data on and from the organization
Ø Having a company strategy
Ø Gaining knowledge about core business (being pro-active vs. reactive)
Team 10
Ø Right people, right seats, rights bus
Ø Clear, concise communication
Ø Leadership development
Ø Money
Ø Shared vision
Ø Culture of trust
o It’s okay to make mistakes and okay to succeed
Ø Commitment to common goal
Ø Measurable
o Clear objectives
Team 11
Ø Training and education on change and why to managers and employees
Ø Relationship management between managers and employees
Ø Allow/promote self-development opportunities
Ø Time management and planning tools
Ø See it – own it – solve it – do it!
Ø Access to decision makers to build trust then gain buy-in from employees
Ø Transparent environment
Team 12
Ø Training
Ø Learning opportunities
Ø On-boarding
Ø Mentoring/coaching
Ø Relationships with other departments and senior leaders
Ø Being valued
Ø Champion
Ø Celebrations!!
Ø Rewarding
Ø Friendships
Ø Trust
Ø Mutual respect
Ø Proper equipment
Ø Technology
Team 13
Ø Commitment from the top down
Ø Interdepartmental communication
o ( e.g., “spotlight”)
Ø Process improvement/management methodology
Ø Five dysfunctions of a team and other interpersonal skills training
Ø SHRM, ASTD-Networking
Ø Leveraging Relationships
Ø Time
Ø Technology connections (forums, blogs, webinars)
Team 14
Ø SMB buy in support
Ø Quarterly goals
Ø Continue education, performance plans, development
Ø Rewards that are tangible and intangible
Ø Orientation/mentoring/on-boarding
Ø Technology
Team 15
Ø Touch points
Ø Utilizing strengths
Ø Processes/templates/expectations for all
Ø 360’s
Ø Have all actions tied to company goal
Ø Honest and constructive feedback with good intent
Ø Drinks after work = team building
Team 16
Ø Pro-active vs. reactive
Ø Collaboration between departments/ areas
o “Who else needs to know?”
Ø Realistic and be willing to say no
Team 17
Ø Realign – change alliances
Ø Communications
Ø Corporate/business culture
Team 18
Ø On-boarding
Ø Responding to EE surveys
Ø Teams pursuing solutions, suggestions to HR/leadership team
Ø Town hall meetings
Ø Team building exercises/training
Ø 5 dysfunctions of team
Ø Committees – forming relationships, breaking down silos
Ø Goal alignment
Team 19
Ø “Lunch buddies”
Ø Hasting “café” dialogues
Ø Networking opportunities
Ø Smart goal writing workshops
Ø New leader assimilations
Ø “Oscar” – Oscar cares, recognition programs
Ø “Emerging leaders” program training
Ø Utilizing self-awareness tools
Team 20 – (How HR and training can partner to overcome obstacles)
Ø Constant communication
Ø Planning together
Ø Stay connected to teams in organization
o Know what is coming before it happens
Ø Create awareness that we are a strategic partner
o Make sure we are “top of mind”

Monday, May 3, 2010

A Glimpse of Friday's Program

Jeffrey Parsons in action at "Creating a High Performing Team," Friday, April 30th.

Also, as promised, Jeffrey has provided a copy of his participant materials so you have access to fresh copies of the resourceful worksheets included. Click on the link below.